Cultural Due Diligence during Mergers & Acquisitions
Whenever two companies merge, or when one acquires another it often seems as if we are witnessing one game played under two sets of rules. Often both sides maintain that their rules - their values, persuasions and ways of doing things - are the only correct ones effectively to further the cause. What follows is misunderstanding, conflict, a drop in performance and a loss of competitiveness in the new venture. A Cultural Clash.
Whether two teams from two organisational cultures will spark a culture clash or reach the desired successful outcome is not a matter of how different or similar their cultures are, but how their integration is managed.
Our Cultural Integration programmes offer the tools needed to turn cultural differences to your advantage, not become a hindrance or setback en route to synergy. The toolkit includes:
- M&A counterparts' Organisational Culture analysis
- Identifying potential merger risks based on this analysis
- Interactive seminars to raise “cultural awareness”
- Workshops to formulate a joint new organisational culture, with an implementation action plan
When working with international partners we can find clashing styles of communication, planning and organisation, evaluation, or different notions about management and conflict resolution, not just between individuals, but due to cultural differences. Not paying close attention to the influence of national culture on international cooperation is a frequent cause of breakdowns in communication, cooperation and productivity.
National culture is a frame of reference we often use, without realising it. We are only made aware of it in an intercultural situation, where we come up against a system rather different form our own. This can give rise to disorientation, misinterpretation of situations and of information ituací and culminate in our forgoing our original aims and revising our decisions.
The key to overcoming cultural differences, and to success in the international sphere, is intercultural competency, i.e. the ability to work across cultures thanks to understanding discrepancies between own and “alien” communication and working styles.
To improve intercultural cooperation we cover four main areas:
- Country-specific Intercultural training
- General Intercultural training (Cultural Awareness)
- Themed intercultural training and workshops
We conduct our diagnostic and consulting programmes in Czech, German, English or in two languages.
Having conducted an Analysis, we offer comanies a tailored Programme/Seminar. The Programmes/Seminars are grounded in the motivation and measurable personal commitment of all particpants. By doing so we attain greater Programme/Seminar impact and more visible and measurable results.
Light-hearted Intercultural Interlude
Heaven is when
The Policeman is English,
The Chef is French,
The Engineer is German,
The Lover is Italian,
and the Swiss run the place.
Hell is when
The Chef is English,
The Engineer is French,
The Policeman is German,
The Lover is Swiss,
and the Italians run the place.
(these clips briefly introduce some cultural dimensions e.g. individualism vs. collectivism & so called low vs. high context)